製藥產業採購機制之企業流程再造-以E公司為例

Business Process Reengineening on Procurement System in Phamaceutical Industry -A Case Study

劉亞英(Ya-Yina Liu)

指導教授 ： 邱榆淨

中原大學/商學院/企業管理研究所/碩士(2013年)

https://doi.org/10.6840/cycu201300894

摘要

衛生署為了提升國民用藥品質及拓展我國製藥產業外銷的競爭力，政府開始在2010年積極努力申請進入『歐洲國際醫藥品稽查協約』組織(PIC/S) (Pharmaceutical Inspection Cooperation Scheme)系統，台灣並於2013年起正式成為「國際醫藥品稽查協約組織」會員國，同時國內藥廠只要通過衛生署PIC/S查廠的標準，在健保的藥價補助金額也會相對的提高，在國外部份更有利藥品的外銷，國內各藥廠紛紛轉型升級，為了應變環境的改變與國際市場做好準備。本個案公司在兩岸市場有10餘家關係企業，對於製藥市場行銷佈局與銷售整合能力非常成功，近來更積極尋求與國際大工合作的機會，經營發展趨勢朝向國際化，所屬兩家工廠對於新廠商與原料導入機制和各廠料號的重整，尚有許多可以改善的空間。本研究藉由供應鏈管理、採購、標竿管理、企業流程再造等相關文獻基礎，透過個案訪談以瞭解及分析標竿企業成功的經驗，再整合個案公司之產業特性及企業特色進行採購流程再造，藉以建構出最適合個案公司和其相關企業的採購機制，期望有效的縮短原料的採購時間、降低採購成本，提高企業之競爭力，創造更高的效益。

關鍵字

採購 ； 供應鏈管理 ； 企業流程再造 ； 標竿管理

並列摘要

The Department of Health for improving the quality of drugs and to expand the export competitiveness of our pharmaceutical industry, applies to enter the “European International Pharmaceutical Inspection treaty” organization (PIC/S) (Pharmaceutical Inspection Cooperation Scheme) system starting from 2010. In 2013, Taiwan becomes an official member of “International Pharmaceutical Inspection Treaty Organization.” At the same time if any local pharmaceutical plant passes the PIC/S regulation, the amount of subsidy of the healthcare drug price will increase accordingly. Since this is also beneficial for exporting drugs to abroad, many local pharmaceutical plants go into transition and upgrades to prepare for the changing environment and the international market. The case company has a dozen affiliates in Taiwan and China, and is very successful in marketing layout and sales integration within the pharmaceutical market. Recently the company actively seeks for opportunities to cooperate with international companies, following the operational trend of moving towards internationalization. The two affiliate factories still have a lot of room for improvements in the new suppliers and raw material import mechanism, and the restructuring of the plant material number. This study via supply chain management, procurement, benchmark management, business process reengineering, related documents foundation, and collate experience in interviewing benchmark companies, build up a clear process to provide the case company a reference for internal organizational process reengineering; through reengineering, build up a procurement mechanism most suitable for the case company and its affiliates. This will shorten the procurement time, reduce the cost, and help the industry to improve competiveness and create greater benefit.

並列關鍵字

Procurement ； Business process reengineering ； Benchmark management ； Supply chain management

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